Chris Boateng

East Hartford, CT ***** • ad4tdf@r.postjobfree.com • 860-***-****

Summary

High-performing Operations Manager with over 15 years of experience delivering successful improvements for business operations, profitability and team development. Successful at overseeing all areas of daily operations and making effective policy decisions to positively impact business direction and bottom-line profits. Resourceful project manager and compliance specialist to thrive in fast-paced and changing environments. Dedicated to sustaining operational accuracy and delivering results for optimal profitability. Process improvement strategies.

Skills

Critical thinking

Solutions development

Project and operations management

Health and safety compliance

Procedure development

Business need analysis

P & L analysis

MRP

Budgeting

Strategic Competitive Awareness

Cost Reduction

Analytical skills

Team Building/Leadership

Aviation

Continuous process improvement

Performance metrics

Policies and procedures implementation

KPI evaluations

Data evaluation

Department resources Production planning

Operational analysis

Product and service knowledge

Account management

Ethical leadership

Operations Manager: 04/2018 – 06/2023

Amphenol-Tcs – Hamden Ct.

Achieved 15% year to year incremental production revenues by leveraging strategic competitive awareness.

Bolstered efficacy of processes through identification and remediation of redundant work practices.

Established quarterly and annual goals as well as operational tactics to achieve targets.

Implemented and supported training initiatives to coach staff on best practices and protocols to enhance profitability.

Utilized SIPOC and other process mapping initiatives to identify inefficiencies for continuous improvement.

Directed day to day operations by spearheading implantation of short to long term strategies to gain business and profitability goals.

Aided senior leadership during executive strategic planning sessions with my operational analysis.

Managed P & L and budgetary responsibilities for my charge,

Set and administered clear and measurable strategic goals for the entire value stream of production.

Achieved established departmental KPI’s through teamwork and customer focus.

Operations Manager, Margins Group, Accra, Ghana (Contract) Jan 2010 to Aug 2018

Stepped into position with excessive inventory and inadequate staff and rebuilt territory to surpass performance objectives. Developed and implemented lean strategies to optimize operations and inventory including pull systems, JIT and cellularization, and set-up reductions. Consistently reduced costs and minimized waste. Led daily production meetings with supervisors on all production matters, including schedules, processes and tools, machinery availability and maintenance, quality, safety and customer feedback.

Slashed in house Raw Material Chemical Inventory by 46% in 4 weeks by developing an Electronic Kanban system to regulate incoming orders, storage and point of usage.

Reduced Raw Materials inventories by 67% and Finished Goods Inventories by 65% for 7 product lines over 4 weeks by creating a Kanban to regulate the exact flow for both supplier and customer streams for 30 Finished Good and Work-In-Process SKUs.

Cut set-up time of 2 lines by 50% by intruding the concept of Single Minute Exchange Die and new visual management boards that provided production transparency.

Improved the assembly lines with Poke-Yoke (shadow boxes and kits) for tools and instantly drove productivity on the assembly line up 13%.

Exceeded profit and sales goals 10%, decreased inventory, and fortified supplier relationships.

MFG Supervisor, Pratt and Whitney, East Hartford, CT Jan 2000 to Dec 2008

Provided direction to bargaining unit employees. Devised and deployed strategies to drive improvements in safety, quality, production benchmarks, and cost reduction. Participated in the production planning meetings and managed monthly labor and production forecasts. Used Kaizen blitz as a tool for corrective actions for Root Cause Analysis, while leading by example in communication with core groups and stakeholders.

Department achieved Silver status of the ACE operating system by using lean and continuous improvement tools like measurements such as 5S, visual management, mistake proofing (Poke Yoke), Kanban system, Standard Work, TPM, RCCA, and VSM.

Propelled client satisfaction by establishing customer-driven work schedules and resource availability.

Eliminated bottlenecks by reviewing metrics (throughput, capacity, and wait time) and introducing schedules and goals to ensure operational efficiency.

Slashed delays, restrains, and excesses in processes and workflow by developing VSMs and acting on analytical reports.

Education

Master of Science in Operations Management & Finance

Rensselaer Polytechnic Institute, Lally School of Business, 2009

Bachelor of Science in Industrial Engineering Technology- Central Connecticut State University, New Britain, 2008

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